Archive for the 'Marine Corps' Category
Please join us on 10 Jan 2015 at 5pm (U.S. EST) for Midrats Episode 314: 6th Anniversary Expanded Panel on One Question:
Yes Shipmates … we are now in our 6th year of Midrats!
To mark the day, we are going to have a radically different format as a thank you gift to our listeners.
The focus of the show today is one question; “Where do you see as the most critical thing to watch for Navy and Marine Corp issues in 2016.”
To get the answer, we are bringing on a series of prior guests one at a time in their own segment. To kick off we bring back our fellow Midrats plankowner co-host Raymond Pritchett, founder of Information Dissemination. Following Raymond will be James R. Holmes, Professor of strategy and policy at the Naval War College; The Original Chapomatic CDR Chap Godbey, USN (terminal leave); author and former National Defense University Professor James S. Robbins; CTR1(IDW/SW) Lucien Gauthier, USN; CAPT Herb Carmen, USN (Ret), and Lieutenant Matthew Hipple, USN.
Live radio. One question. Seven men.
Two drink minimum.
It might prove to be an interesting adventure in live radio. Or something.
One of the United States Naval Academy’s primary objectives is to develop not just leaders, but leaders of character. The honor program seeks to inculcate ethical behavior by immersing Midshipmen in an environment where lying, cheating, and stealing are not tolerated, in hopes that this culture will follow graduates into the fleet.
But does the Naval Academy’s ethical development curriculum work? Right now, the Naval Academy has only one metric to help answer that question: honor offenses (lying, cheating, or stealing). If honor offenses go down, it is assumed that the current policies are working. And if honor offenses go up, a course correction is made. To honestly use honor offenses to make decisions, though, we must more deeply dissect the metric into all its parts and see what it is really telling us.
The total number of honor offenses is a product of three figures: 1) The number of honor offenses that are committed, 2) times the percentage of committed honor offenses that are witnessed, 3) times the percentage of witnessed honor offenses that are reported. Lowering any one of those three numbers will generate results that suggest mission accomplishment.
In recent history, there was a sharp decline in the number of honor offenses that coincided with a strengthening of the deterrent against committing an offense. While it was not official policy, nobody was being retained after their second offense. And many were been separated after their first.
Putting the observed decline aside for a moment, how would we expect harsher punishments to affect the three component numbers? I think it’s safe to assume that the number of honor offenses committed would decline. The harsh consequences would deter potential honor offenders who are on the fence between lying or not. But there is certainly a question as to whether the deterred Midshipmen would be ethical officers or whether they would just resort to their natural behavior once the Honor Concept is no longer binding for them.
The second number would also probably decline. Those Midshipmen who do decide to lie or cheat will go to extra lengths to conceal their actions, knowing that they will be separated if they are caught. This is certainly not a desired outcome of the harsher policy, since it is plausible that their successful skirting of authorities will reinforce dishonorable character traits.
And the third number would decline as well, since it would be harder for close friends to turn each other in to the honor system when separation is so certain. They would likely choose to just remediate each other in person, at the lowest level possible. And fewer honor offenders would get the senior officer remediation that they need.
So, with harsher punishments we’d expect all three numbers to decrease and the overall metric to indicate success. But movement in the latter two component numbers is undesirable and the movement in the first is of questionable significance.
We can’t assume that a downward trend in honor offenses is a good thing, then. It could really be indicating a lot of unhealthy developments. There’s no way to know.
The Naval Academy needs a different way to measure success. Creating a Brigade of Midshipmen that doesn’t cheat on tests, or doesn’t get reported for cheating on tests, isn’t the big picture goal. Graduating a body of officers who won’t lie in the fleet is. An ideal metric would be able to track the long term impact of the Academy’s program.
Since the Naval Academy knows where its graduates are going to be for their first five years after graduation, it has the ability to gather data from its alumni for at least that long. The Stockdale Center for Ethical Leadership (the research arm of the Naval Academy’s Honor Program) could annually distribute anonymous questionnaires to all Midshipmen and initial commitment graduates to gather information about the state of honor development at Annapolis.
Questions could ask about beliefs held before coming to the Academy, behaviors and beliefs held while at Annapolis, and behaviors exhibited in the fleet. Stockdale Center personnel could analyze the data to identify whether the Academy is changing attitudes and habits, or if it is just wasting its time. And anonymous reports from Midshipmen would give a more accurate count of committed honor offenses than does the current system.
Not too long ago, I took the first steps toward creating such a questionnaire and found out quite a few interesting things. With the help of Shipmate Magazine (a Naval Academy oriented periodical), I got around 700 alumni to answer questions about their attitudes before they came to the academy, what kinds of behaviors and attitudes they exhibited at the academy, and what kinds of behaviors they demonstrated in the fleet.
The results were insightful, but limited by the one-time nature of the study. The data showed that it doesn’t matter what kind of foundation in ethics you have coming in, the Academy can give it to you. In fact, those who have no ethical foundation, but fully buy into the system, show the lowest rates of lying in the fleet.
I found that cheating and lying were correlated to being 2 and 3 times more likely to lie in the fleet, respectively. The large difference in these two offenses is surprising and needs further study to be sure that they are enduring. With the knowledge of which offenses are worse than others, we can tailor punishments and remediation programs more precisely.
The most interesting result, in my opinion, is that of the relationship between habits, beliefs, and future behavior. A lot of the Naval Academy’s honor philosophy seems to be based on the idea that if for four years Midshipmen are forced to be honorable, that habit will continue into the fleet. That might be somewhat true, but the study showed that getting a change in beliefs along with habits was twice as effective as just habits.
Optimizing our honor program should be less about the beliefs of whoever is currently in charge and more about empirically backed approaches. There is no other institution in the world that is as well placed to develop these approaches as the United States Naval Academy. By building the tools to collect data about our student body’s interaction with the honor program, we can enable current and future generations to build techniques and strategies that can be applied not only at our institution, but around the world.
December 20th marked our first month as Naval Innovation Advisory Council fellows, stationed in Silicon Valley. Imagine an aviator and a SWO standing at the doorstep of Silicon Valley; it has been an experience akin to Alice’s entry into wonderland. As we’ve been exposed to several corporate cultures centered on innovation, one theme continues to prevail: TRUST.
Trust requires vulnerability and leads to profound mutual respect. With trust comes openness, and with openness comes true innovation. Without trust, the best ideas remain close to people’s chests. With openness, people are more apt to engage in difficult conversations, an essential component of great collaboration. If you’ve ever experienced great collaboration you will know that it becomes much easier to frame problems and in turn, find solutions. It all starts with a solid foundation of trust among all of the organization’s members.
We are intrigued by the way top executives frequently hold open dialogue with all members of their company even (especially) about sensitive matters effecting company strategy. They trust their employees to keep the sensitive information close and the employees trust their executives to take their feedback seriously.
The Department of the Navy will only achieve organizational honesty and institutional integrity if we trust each other… And this is difficult.
How do we overcome our negative reactions to internal threat, embarrassment, perceived loss of power, and new perspectives from E-1 to O-10?
Are my Navy teammates comfortable showing me their vulnerabilities? If not, why?
How can trust be restored?
There is hope to answer these questions and enhance the level of trust in our organization. Building and restoring trust becomes easier when we focus on mutual purpose and respect. Destructive disagreement can be overcome by respect built on our common pledge to support and defended The Constitution of the United States of America.
“The supreme quality for leadership is unquestionably integrity.
Without it, no real success is possible.”
-President Dwight D. Eisenhower
Character is the most fundamental and indispensable quality of leadership. As junior officers, we serve as a critical link between the enlisted sailors and senior officers. Without the vital component of steadfast moral integrity, our ability to accomplish the mission would be severely degraded. Too often we have seen the results of epic failures in an individual’s character. These events erode the public trust in our military, but more importantly, it erodes the trust our enlisted men and women have in their officer corps. In order for the military to refocus it’s leadership balance we must all reevaluate the process in which we lead.
To accomplish this rebalancing, I propose a four-tiered pyramid entitled “The MP3 Model.” I have named these four tiers the Moral, Personal, Practical, and Professional levels. In this turbulent and challenging world, the Moral level must be the base of this leadership paradigm. Morals and ethics must be the guiding light for all leadership decisions. If we as leaders drift away from morality, the results can be catastrophic. A strong moral base is not something that you wake up with one day, it is the cumulative wisdom amassed over your lifetime that informs your decision-making process on a day-to-day basis. It should be a sensation that occurs practically subconsciously; however, there is a conscious component to morality. In his bestselling book, The (Honest) Truth about Dishonesty, Dan Ariely showed in a variety of experiments that people in general performed to higher moral standards when simply reminded of these morals before taking the test. An example was having people sign a one-sentence statement at the top of the first page of the test that said, “I will not cheat on this test, and the work submitted is my own.” Just this small impetus dropped the amount of people who tried to cheat, (Ariely 2012). What does this mean to us as Naval leaders? It means that morality is largely a subconscious act, but that it is also a “perishable” skill. What I mean by that is it is easy to get caught up in the “daily grind” of work in the military, where you are just trying to accomplish the mission by any means necessary, and the lines between right and wrong become blurred. It is incumbent upon the junior officers of the Fleet to ensure we discuss these issues. There is absolutely no reason to require everyone to sign statements of morality as in the example; but having junior officers who stress the importance of moral righteousness and uphold the Navy’s values can and will make a difference in the future. Morality is the sine qua non of this paradigm and will ensure the integrity of our Navy.
Once a sound Moral base is established, it will be the foundation for the subsequent Personal, Practical, and Professional levels of leadership. The Personal level is centered on the very basics; it is the individual’s presence, appearance, and overall military bearing. Rightfully so, the Navy expects this as a basic prerequisite for any Naval officer. A Naval officer must know the proper uniform regulations and follow them, be physically fit, be professional in his/her conduct with others, be proactive, be able to communicate effectively, and maintain high standards in others; simply the basics.
Next is the Practical level. As the world becomes dramatically more technologically advanced the Navy is likewise becoming increasingly technically driven. This level of leadership is thus focused on the technical expertise related to your job, whether learning the ins and outs of your aircraft fuel system, having an in-depth knowledge of your submarine’s nuclear reactor, or becoming an expert on demolition. This technical expertise is critical to successfully accomplishing the mission. What it means at the most basic level is simply to “know your job.” Admiral Chester Nimitz spoke on several occasions about the “readiness to serve.” As the leader of a division in a technologically advanced military, this technical expertise is an integral part of being able to serve when called upon; when the order comes to launch a torpedo or fire a missile, there must be no doubt up and down the chain of command that this task can be completed. Following this logic, it is unequivocally the responsibility of any leader to seek a level of professional knowledge that surpasses the level needed to accomplish the mission. President John F. Kennedy proclaimed that, “Leadership and learning are indispensable to each other.” The active leader understands this legacy and is constantly striving to learn more.
At the top of the pyramid is the Professional level, or more informally, the “change the world” level. This level is focused on an individual’s ability to lead sailors and marines in order to accomplish the mission. At this level, you must be able to concisely communicate your vision and your goals to your subordinates, while also providing feedback to your superiors about what you need to accomplish the stated mission. You must be able to make decisions quickly with little information, to look out for the welfare of your people both professionally and personally, to communicate effectively, to know every facet of the mission and devote your resources to accomplishing it, and you must be able to apply everything from the preceding three levels of leadership. Now, any person of sound mind and unyielding work ethic should be able to maintain the first three levels of the leadership pyramid without a terrible amount of difficulty. But being able to effectively employ your leadership skills across a wide spectrum of personnel and events is an exceptionally distinctive talent. The two best questions any junior officer can ask himself/herself at this level is 1) What can I do to make my division or unit more efficient and 2) What can I do to make my sailors’/marines’ lives better?
The Moral, Personal, Practical, Professional pyramid represents the pathway to sound leadership. The natural question is, is it possible to be an effective leader without one of the other levels? The answer is absolutely, but beware of the results. There are plenty of brilliant professional leaders in the military that may not maintain their personal or practical sides of leadership and are still successful. However, when you ignore one of these levels, it is as if that level on the pyramid is hollowed out, creating a “house of cards” that is trying to support the upper echelons but will likely fail. To ensure the integrity of our system we must all strive to maintain the four levels of leadership.
The importance of morality in leadership is not a new phenomenon. The most recent edition of the Navy Divisions Officer’s Guide notes that, “According to general order 21 (as first issued) leadership is defined as, ‘the art of accomplishing the Navy’s mission through people.’ It is the sum of those qualities of intellect, human understanding, and moral character that enable a person to inspire and manage a group of other people successfully. Effective leadership, therefore, is based on personal example, good management practices, and moral responsibility,” (Stavridis and Girrier 2004, 4). Moral leadership is therefore not a new idea, but does require occasional reflection.
There must be a reason that the Navy has had several high-profile scandals within the past couple of years, many with a principal moral component. Perhaps these incidents can be attributed to individuals who were caught up in the daily routine and not thinking through their actions. Regardless of the reason, these incidences are unacceptable. A Google search of “navy scandal” reveals the following top results: Navy Expels 34 Sailors in Nuclear Cheating Scandal, Navy to Retool Blue Angels after Scandal, Navy’s Bribery and Prostitution Scandal is Worse than Imagined, Three Admirals Censured, and many more. These episodes erode the public trust, which is absolutely essential to our continued operation. The military is rightfully held to a much higher standard than our civilian counterparts in a lot of respects. One of these episodes is too many, and several is an epidemic. What is particularly troubling is that a lot of these issues of questionable morals take place up and down the chain of command, even at the Commanding Officer level and above. It is incidences like the ones delineated above that underline the importance of why we all must rebalance and refocus our leadership. A strong Moral base will enable all leaders to make the best decisions at the Personal, Practical, and Professional levels of leadership.
Ultimately, the MP3 Leadership Model provides a guideline of expectations for successful leadership. All leaders in the Navy should strive to maintain the highest standards of Moral, Personal, Practical, and Professional leadership. Most importantly, we all must maintain our moral foundation. Our Navy’s moral core will invigorate and strengthen our resolve and enable the United States to continue to lead around the world. When he was retired, Admiral Stockdale spoke about the importance of character in leaders. He noted, “Character is probably more important than knowledge…Of course, all things being equal, knowledge is to be honored…But what I’m saying is that whenever I’ve been in trouble spots—in crises (and I’ve been in a lot of trouble and in a lot of crises)—the sine qua non of a leader has lain not in his chess-like grasp of issues and the options they portend, not in his style of management, not in his skill at processing information, but in his having the character, the heart, to deal spontaneously, honorably, and candidly with people, perplexities, and principles,” (Cook 2012, 13). The Naval leaders of today must continue to uphold this legacy as we move forward in a challenging world.
Ariely, Dan. The (Honest) Truth About Dishonesty. HarperCollins Publishers, New York, NY: 2012.
Cook, Martin L. 2012. Reflections on the Stockdale Legacy. Naval War College, June 1, 2012.
Stavridis, James and Robert Girrier. Division Officer’s Guide, Eleventh Edition. Naval Institute Press, Annapolis, MD: 2004.
U.S. Department of Defense. The Armed Forces Officer. National Defense University Press, Washington, D.C.: 2007.
Please join us at 5pm on 22 November 2015 for Midrats Episode 307: Our Own Private Petard – Procurement & Strategy with Robert Farley
This Sunday we are going to look at the big pixels that supports the entire national security infrastructure above it.
Using his recent article in The National Interest, The Real Threat to America’s Military (And It’s Not China, Russia or Iran), we will tackle the greatest challenge of a world power – those things it has no one else to blame for.
Procurement, strategy, and the choices we make. The run of the last 30 years of weapons development and strategic foresight has not been a very good one. Why?
As a parent, I worry about the world my kids are growing up in. While this is common to every generation, something about the nonstop, 24-hours-a-day, multi-dimensional, fast-paced, saved-forever-on-the-internet environment today is unnerving. I’m not talking about Elvis shaking his hips, Madonna singing about virgins (or not), or bra burning. I am talking about the nonstop barrage of the online world, the increased dependence on electronics and social media, identity theft, privacy, and the fact that any mistakes my kids make along the way will be saved…forever.
Well, to combat these fears (no pun intended), over the winter, my husband and I started talking about all of the things we want our kids to learn that can’t be taught at school. How to navigate off of a map and terrain, for example. How public transportation works and how to use it wisely. How to be found if you’re lost or concealed if you don’t want to be found. How to survive the Zombie apocalypse. How to function without—heaven forbid—American Girl dolls or a water source. How to push yourself physically and how to push through your fears. How to lead and work well with others. How to have the confidence to stare down a problem and tackle it. While some of these items can be taught in the ins and outs of a daily suburban life, others are not easily woven into the schedule of school, soccer, work, dog walking, piano lessons, and Scouts. And given the challenges facing our country today, these lessons are certainly needed. So how to teach them?
We realized that we learned much of this at USNA, as junior Marines, and throughout our USMC careers. So after some thought, we decided to give our oldest child a Marine Corps Leadership 101 week. TBS-for-kids, perhaps, minus the warfighting aspect and heavy on the critical thinking
To make it memorable, we surveyed neighbors and friends and found a pool of kids and their parents happy to participate. Camp Haynie was born. Armed with eight girls and boys, some local contacts, maps, a rough plan, flexibility, and a strong sense of humor, we tried to teach the kids as much as we could in one week.
Day One was Urban Survival Day: among many events, we did Basic First Aid, map reading (something lost on kids who depend entirely on digital maps and GPS), held a ridiculously intense team competition, and oversaw a city-wide hunt using public transportation and their brains alone. No electronics. With an elaborate point system, brain power, and some fitness thrown in, Day One was a hit.
Days Two and Four were Woodland Survival I and II. We taught Orienteering, fed them MREs (huge hit), learned about water, fire, and shelter needs, threw in some leadership challenges, and they learned to camouflage. We finished with a scenario requiring them to apply First Aid principles, cobble together a recovery plan, and trek some distance through the woods as a group. Again, no electronics. The kids ate the scenario up—they loved it.
Day Three was a Ropes/Challenge Course. Think of a version of the Fire Team Reaction Course for 10-year-olds, complete with detailed scenarios, physical challenges, and the need for personalities to come out and work together. This was phenomenal, and I want to go back. This was also the day that the group fully gelled together, which Course administrators pointed out.
Day Five was a bonus day (keeping it secret for future camps).
So what did we learn? We learned that getting kids outside and letting them get dirty was—no surprise—a huge hit. We learned that they love MREs, no shock there either. But after watching families pour dollars and dollars into crazy camps that teach Minecraft, gymnastics, horseback riding, underwater basket-weaving, and so many odd subjects that I’ve lost count, we were unprepared for the kids’ reactions to our camp: they were crazy about it. They loved it. Each one of them told us that it was the best part of his or her summer, many sent thank-you notes after the fact, and we still get hugs and comments today from them all. The feedback was and still is overwhelming.
It took us time to figure out exactly what the kids liked most, besides the getting-dirty, MRE-eating nature of it all, but it turned out that the biggest hits were the challenges that we gave the group, instructing them to “just work together and figure it out.” The scenarios, the brainpower requirements, the physical obstacles, these were all favorites: they relished the chance to face a complex, multi-dimensional problem, wrap their brains around it, and work together to find an answer. While Boy Scouts (and to a lesser extent, Girl Scouts) do this in varied ways, this was 1) in a co-ed environment, and 2) incorporated aspects of survival not readily employed by the Scouts, in a very hands-on way. They had free rein to use their brains and make mistakes in challenging and foreign environments, something less available to many kids today. It was simple, basic, and involved high amounts of trust and confidence-building. They learned to trust themselves, trust each other, and—above all—to think critically in unfamiliar situations.
Best of all: we started the week with four boys and four girls, all at an age where boys and girls are very aware of social differences and the pressures from friends and society to act in certain ways. These eight were no different; they quickly tried to separate themselves into two separate groups. But by Tuesday afternoon, we had one large group of eight kids who worked together, laughed together, and were learning new things about each other. They each saw that similarities, intelligence, and strength are found in surprising places, a lesson that will pay off as they mature. Whether conscious of this lesson or not, it is a hopeful development.
Given the complexity of the challenges our country and our military will face in the future and the questions that exist about the next generation’s ability to handle it all, we need kids who learn to think critically and who are able to work together on a deeper level. This was just one week, but it was a step nonetheless, and the response gave us both hope for the future. Now, we have to decide where to take it next.
In what is clearly one of the more unfortunate moments in leadership we have seen in a while, we have seen in the discussions of women in Marine infantry the triumph of politics and personality over study and science; a raw forcing of a political agenda over mutual respect for the results of an honest study.
Civilian control of our military is one of the crown jewels of our system of government. Hard decisions are made and consensus is rarely there, and that is good. To function best, it relies on mutual respect and a default assumption of the best intentions of all parties.
Well – the last week saw a nasty counter-example pushed out in to the light in an completely unnecessary and unproductive way – and the fault starts at the very top.
It is one thing to argue about the validity of a study – but that is not what is going on. No, what we are seeing is a leader (SECNAV) asking a question and an answer is given based on study and facts. The answer happens not to be in line with the thinking, feeling, emotion, or desired outcome of the leader. The result? Well, let’s look.
From MarineTimes’s Hope Hodge Seck on the 10th;
All-male ground combat teams outperformed their mixed-gender counterparts in nearly every capacity during a recent infantry integration test, Marine Corps officials revealed Thursday.
Data collected during a monthslong experiment showed Marine teams with female members performed at lower overall levels, completed tasks more slowly and fired weapons with less accuracy than their all-male counterparts. In addition, female Marines sustained significantly higher injury rates and demonstrated lower levels of physical performance capacity overall, officials said.
The Marines’ Ground Combat Element Integrated Task Force involved about 400 Marine volunteers, roughly 25 percent of whom were women. Over the course of nine months, teams that simulated integrated rifle, weapons, mechanized and artillery units trained to infantry standards and then executed a repetitive series of skills assessments under human testing conditions.
High injury rates among women were also a problem at the Infantry Training Battalion, the Marines’ basic infantry training school for enlisted troops that temporarily opened to women between 2013 and 2015. Researchers found that female ITB participants were injured at more than six times the rate of male participants, and nearly one-third of their injuries occurred during movement-under-load tasks, while just 13 percent of male injuries did.
Read it all to get a full flavor of the study.
After chewing for a day, on the 11th via WaPo’s Dan Lamothe, SECNAV took an angle as unexpected as disturbing;
“Part of the study said that women tend not to be able to carry as heavy of a load for as long,” Mabus told NPR. “But, there are women who went through this study that could. And part of the study said that we’re afraid that because women get injured more frequently, that over time women will break down more. That you will begin to lose your combat effectiveness over time. That was not shown in this study. That was an extrapolation based on injury rates, and I’m not sure that’s right.”
Let’s stop for a minute. Look at that last bit first,
I’m not sure that’s right.
That is a classic sign of someone who is having trouble getting their emotions and feelings in line with reality. This is where Spud Webb comes in.
There is always a Spud Webb. A Spud is someone who breaks well past three standard deviations from the norm that is expected from their biological makeup. In this case, the rare example of a 5’7″ guy who can play well in the NBA where the average height is more that a foot taller than he is. Not only that, in addition to being a great person, Spud can still dunk in his late 40s.
There are also individual women who can do most of the minimum physical requirements in the most demanding positions, but they are, in a fashion, the Spud Webb.
We all love Spud – but we can’t let our excitement about Spud force us to make decisions based on our desire that all 5’7″ men can perform as well as Spud if we just care enough and reserve enough court time. That is just immature, and not all that well grounded.
If the NBA forced all teams to have one non-Spud person 5’7″ or below on every team in one division, but not in the other divisions – would that be a zero-sum impact on one division’s performance relative to the others’? Of course not.
Anyone who denies the biological differences that bone density, muscle mass, and testosterone gives in physical performance of one sex over the other is simply, to use a phrase of the zeitgeist, a science denier.
A bit more from the SECNAV;
“It started out with a fairly large component of the men thinking this is not a good idea and women will never able to do this,” Mabus said of the Marine Corps’ research. “When you start out with that mindset, you almost presuppose the outcome.”
Wow. He is assuming that no female Marines were involved in this? Does he assume that if they were they were part of some great misogynistic conspiracy? Does he believe that from the Commandant of the Marine Corps on down they are trying to force an outcome regardless of what the facts of the study are?
When the SECNAV calls in to question the integrity of your entire service, how do you respond? Well, at the initial post-slap shock, this sounds about right;
An official at Marine Corps headquarters said the service isn’t “going to “get into a debate with SECNAV.” The purpose of the service’s research was to “show scientific method and rigor that would help inform our military leaders and others about some of the possible considerations of gender integration into combat arms” jobs,” the official said. He spoke anonymously in order to candidly address Mabus’s remarks.
“It’s for leaders to weigh and consider,” the official said of the research. “The debate will continue in the near term, but in the end, we will effectively implement any policy the department decides.”
Over the weekend, if you were following the story, you knew this was not going to go in a productive direction. What I didn’t expect, was that this would unravel so quickly.
WaPo’s Thomas Gibbons-Neff on the 14th;
Marines involved in a controversial experiment evaluating a gender-integrated infantry unit say they feel betrayed by Navy Secretary Ray Mabus after he criticized the results of a nine-month study that found women are injured more frequently and shoot less accurately in simulated combat conditions.
“Our secretary of the Navy completely rolled the Marine Corps and the entire staff that was involved in putting this [experiment] in place under the bus,” said Sgt. Danielle Beck, a female anti-armor gunner with the task force.
OK SECNAV, what kind of mindset did Sgt. Danielle Beck, USMC bring in to the study?
Sgt. Joe Frommling, one of the Marines who acted as one of Beck’s monitors for the experiment, said he was frustrated with the secretary’s comments.
“What Mabus said went completely against what the command was saying the whole time,” said Frommling. “They said, ‘Hey, no matter what your opinion is, go out there and give it your best and let the chips fall where they may.’”
“All the work that the task force did, the rounds that we shot, didn’t mean anything if he had already made up his mind,” he added.
The SECNAV’s view of how men and women may be some toxic stew of his experiences in the early 1970s Hairy Navy stirred in the the fetid sauce his gender-studies dept. educated advisers on women’s issues are pouring in to his ears, but it isn’t reflective of what I saw on active duty from the late 1980s to the end of the first decade of the 21st Century – much less 2015.
The honest and direct teamwork of Danielle Beck and Joe Frommling is of this century and this generation – and their integrity and that of their entire uniformed chain of command has been brought in to question by their service’s senior leader – their Secretary of the Navy.
“If you were to look at our training plan and how we progressed from October to February, you’re not going to find any evidence of institutional bias or some way we built this for females to fail,” said one Marine officer who participated in the experiment.
The officer, who asked to remain anonymous because of his active-duty status, explained that for the first five months of the experiment the Marines of the task force trained as a unit in North Carolina to prepare for the testing phase in California. This phase of training is known as “the work-up,” with the second phase in California — where the trials would be held — acting as the deployment.
“We consulted physical trainers from [the school of infantry] to help develop an appropriate hike plan, and we fired roughly a year’s worth of ammo for a regiment in a quarter,” the officer said, referring to the massive amounts of ammunition used to train the relatively small task force at Camp Lejeune. “In the time that we had, there wasn’t a day wasted when it came to training for California . . . From the top down, we were trying to level the playing field.”
Though the entirety of Weapons Company, men and women, trained to the same standard before deploying to California for the evaluation period of the test, another criticism leveled by Mabus was that the women probably should have had a “higher bar to cross” to join the task force.
To Beck, a 30 year-old who was one of the strongest women in the company, Mabus’s remarks were insulting.
“Everyone that was involved did the job and completed the mission to the best of their abilities,” said Beck, adding that Mabus’s remarks about the type of women in the experiment were a “slap in the face.”
“The caliber of the women in Weapons Company are few and far between in the Marine Corps,” she added. “They are probably some of the most professional women that anybody will ever have chance to work with, and the heart and drive and determination that they had is incomparable to most women in the Marine Corps.”
That should, in normal times with normal leaders, cause at least some pause. Well, notsomuch here. On the 15th, as reported by DefenseOne’s Bradley Pensiton;
With more than three months to go before the year-end deadline, the Navy Secretary made it clear on Monday: he will not be requesting any exceptions to the Pentagon edict that all U.S. military jobs be opened to women.
“Nobody’s asking for an exemption in the Navy,” Mabus told an audience at the the City Club of Cleveland. “And I’ve been pretty clear about this for a while – I’m not going to ask for an exemption for the Marines.”
That may have come as a surprise to the Marine Corps Commandant, Gen. Joe Dunford; Marine Corps Times reported Thursday that Dunford had met with the secretary on the issue but had yet to issue his recommendations.
Defense Secretary Ash Carter asked the services to complete their reviews of obstacles to full gender integration and report back by Oct. 1. If no service seeks or is granted an exemption, the military will open to women all 200,000 positions that remain closed to them on or before the first of the year.
There you go. The study and all the work by the Marines was for nothing. If he didn’t get the results he signaled that he wanted, he was going to do what he wanted anyway.
I don’t think we have any fraud here, but waste and a bit of abuse? An argument might be made in those two areas – but it really doesn’t matter.
This is the world view;
In the study, he said, “There were women that met this standard, and a lot of the things there that women fell a little short in can be remedied by two things: training and leadership.”
Opening all Marine jobs to women, he said, is “not going to make them any less fighting effective. In fact I think they will be a stronger force because a more diverse force is a stronger force.”
Back to the sports analogy arena, this time football.If the AFC decides that 20% of its team has to be female, and the NFC does not – where is the smart money going on the Superbowl? Would the AFC be, “A stronger conference because it is a more diverse conference?”
Thinking, feeling and believing is more important than knowing in the armed services now, I guess. That is where we are, and where we should accept that we are. It is how our system works.
No one really should be surprised. This SECNAV’s tenure has been one where the power of the office has been used to ignore unpleasant hard sciences, but the soft sciences as well as seen in the now forgotten anti-economic “Great Green Fleet” industrial planning vanity project.
We have seen the personal desires and political play in naming ships after a former Sailor who hated his time in the Navy, amphibious ships named after people who promoted blood libel against their former Marines, and has even named a warship after the worst Southern wartime Commander in Chief since Jefferson Davis.
Though in an open society of a free republic, we can disagree with decisions appointed leaders make, we also have to accept them.
You can reach a point as well where there is a point of honor.
And I’ve been pretty clear about this for a while – I’m not going to ask for an exemption for the Marines
I guess that puts the ball in the Marine Corps’ court. Not only does he question the integrity of hundreds of Marines from Sgt to Gen., the SECNAV has no intention of accepting your recommendations either – as is his privilege.
What a sad and unnecessary production of friction and distraction inside the lifelines of a nation at war. Women have made great strides in serving their nation. As as one who served in gender integrated units his entire career – it is the normal.
What is being done here is not normal. It is nothing more than the triumph of personality and the political over science and judgement.
That isn’t good for women, the Marines, or the nation they serve.
As Europe closes borders as waves of migrants come crashing against razor wire, islands are being created from ocean bottom in WESTPAC, and Russia is building bases in the Middle East the Soviets never could … our political and personal capital is being expended on this.
When you look in the mirror, are you satisfied with who you see? Are you one of those military officers who won’t speak out when you know something isn’t quite right because you don’t want to make waves? While these may seem like philosophical questions, no matter how junior you are or how long you have been in the military, if you don’t question your values and consider what you would be willing to sacrifice to take a stand, chances are you are going to miss the boat. The ultimate choice you will have to make in your tenure as a military officer is which fork of the road you will take- the road to rank and popularity or the road to the moral high ground.
By the time I was commissioned as a second lieutenant in the United States Marine Corps, I had been taught by my parents to stand up for what I believed in no matter what the cost. At that time, it would never have occurred to me that I would be relieved from command after 19 years of service for holding my Marines accountable and pointing out the existence of lowered expectations for females and gender bias on the Marine Corps Recruit Depot. However, I quickly learned that for all of our talk of core values and ethics in the Marine Corps, many individuals I served with were more concerned with being liked than making difficult but necessary decisions. Some careerist commanders demonstrated that when assessing leadership, the words “negative command climate” carried far more weight than an officer’s actual ability to hold subordinates accountable for conduct and performance.
To that end, the greatest danger facing the military is not ISIS, but the failure of leaders to do the right thing even if it means being viewed as a problem by their superiors. As military officers, we must be willing to make difficult decisions, even when they are not popular. We must be able to look in the mirror and be satisfied with the person we see. We must also be willing to accept the consequences of decisions made on principle.
This does not mean these decisions will be easy to make. We talk a good game in the military about taking risks and living dangerously but the sad truth is that all too often we do nothing to fight bureaucracy and red tape even if we know that doing so would be in the best interests of our subordinates, our service, and the nation. History has shown time and again that when organizations stop evolving, they stagnate and go the way of the dodo bird. It takes individuals questioning the status quo to speak truth to power. Speaking up when something isn’t right can be uncomfortable and may cause others to view you as a problem. But it will allow you to know that you stood for something and that you set the example for your subordinates.
While there is a fine line between stating an opinion and disobeying an order, as military professionals, each of us owes it to our subordinates and the nation to question authority when we know what we are being told or what we see directly conflicts with our moral principles. We must consider whether we want to be likened to Marine Corps Lieutenant Colonel Ollie North or Air Force Colonel John Boyd. Lieutenant Colonel North is known for being a patsy who illegally sold weapons to the Contras, shredded classified documents to hide the paper trail, and lied to Congress during his testimony about the Iran-Contra Affair. Surely he knew each of these actions was morally and ethically wrong, yet he never spoke out or refused his orders.
Colonel Boyd, on the other hand, was known for being a candid strategic thinker and change agent who was willing to upset the apple cart if it meant saving lives and winning battles. In talking to his subordinates about the career fork in the road each of them would face, Boyd stated that they had two choices. “You will have to make compromises and you will have to turn your back on your friends. But you will be a member of the club and you will get promoted and get good assignments. Or you can go [the other] way and you can do something – something for your country and for your Air Force and for yourself … If you decide to do something, you may not get promoted and you may not get good assignments and you certainly will not be a favorite of your superiors. But you won’t have to compromise yourself …”[i]
As military leaders, we must have the moral courage to make difficult decisions in the interest of our subordinates, our service, and our nation, no matter what the consequence. We must recognize that service is not about being popular and liked, but is about getting results. As Colonel Boyd said, “To be somebody or to do something. In life there is often a roll call. That’s when you have to make a decision. To be or to do?”[ii] Which road will you take?
[i] Brett and Kay McKay, “John Boyd’s Roll Call: Do You Want to Be Someone or Do Something?”, http://www.artofmanliness.com/2014/01/22/john-boyds-roll-call-do-you-want-to-be-someone-or-do-something/, (22 January 2014).
[ii] McKay. “John Boyd’s Roll Call”.
“The Few, The Proud, The Marines. Only a small percentage of the US population can become Marines and even fewer than that are women.”
Just seeing that recruiting slogan makes me beam. I am proud to be part of such an elite group. However, being a part of an elite group means that the circle is small. What they don’t tell you on the recruiting poster is that once you are part of the elite group, you will have a heck of a time trying to find a mentor.
The first person I met at Marine Corps Recruit Depot Parris Island was a petite woman with painted fingernails, a face full of make-up, and a funny looking hat who greeted us on the bus after arriving for boot camp. Her first words were, “Get off my bus!” She had a freakishly deep voice for a woman. Nonetheless, I was excited and ready to train.
The Marine Corps female Drill Instructor was like an urban legend. No one had ever seen one, but the Marine Corps claimed they existed. Suddenly there she was screaming for us to make our way onto the yellow footprints. Spit flying from her face and veins popping from her neck, she was a rare combination of ferocity, beauty, and grace. I was in awe. My Drill Instructors were my first mentors in the Marine Corps. There are no words to explain how these women emptied over two centuries and some decades worth of Marine blood, sweat, and tears into my soul.
My Drill Instructors not only molded me into a basically trained Marine, they demonstrated through their own example the epitome of a mentor. My Drill Instructors worked as a perfect unit in harmony. This group of women taught us to look out for one another. They were our first role models.
Connection and Camaraderie
The resources that young men and women have access to today should mean that all can succeed. Twenty years ago, when I left home (for the first time) I had to figure it out or find others that were willing to share information with me about how to get things done. As a new Marine, checking into a new duty station, you might be the only woman in a shop. There have been a few times in my career when I have checked into a new unit and I am one of a handful of female Marines, period.
Last year, I had the opportunity to meet Sheryl Sandberg. I didn’t know I would be meeting her—and “training” her—for a leadership venture at Marine Officer Candidates School. I was shocked. I said to myself, “I get to yell at Sheryl Sandberg, the 8th most powerful woman in the world; what an honor!” 
After the event, she asked us questions about our experiences in the Marine Corps. It was clear that her message of empowering women to achieve their highest potential was not just a façade. Sheryl is successful and beautiful, but she isn’t only those things; more importantly, she is down-to-earth and approachable. The Lean In circles she has inspired vibrate at this same energy and frequency.
Lean In provides a place where women can find and be a mentor. It helps develop a sense of connection and camaraderie in a service where women are still few and far between. And, since there are now women in many new leadership positions, Lean In circles allow insight into information Marines might not typically have known on their own. And finally, as I’ll discuss next, it kills off the “queen bee” syndrome, one circle at a time, through introducing “modeling behaviors.”
Killing Off The Queen Bee
Recent studies at Columbia Business School ruled that the “queen bee syndrome” is a myth. However, I have seen it and experienced it personally. The military, just like the civilian sector, has its fair share of “queen bees.” When I checked into my first duty station, the majority of the female Marines were just as junior as I was (and struggling to survive), with a few female Sergeants who were ‘queen bees’. They would belittle you in a heartbeat in front of God, Corps, Country, and Chesty Puller and not think twice about it. If you told them something personal, they would run off and gossip to the entire shop. What you thought was a mentoring session was actually solicitation for personal information they could use to humiliate you in front of others. It was horrible.
The good, the bad, and the ugly were rolled up into one scoop and served on the chow line…cold! To top it off, there weren’t any women (like my Drill Instructors) that I could go to for advice. It wasn’t until my next duty station, in Okinawa, Japan, that I finally received some mentorship. It happened to be from a female Staff Non Commissioned Officer (SNCO). Female SNCOs at that time were rare; the last time I had seen one was in boot camp. I was intimidated, but she turned out to be my very first mentor in the operating forces.
When I arrived, she made it a point to talk to me. I wasn’t sure if I was going to be “blasted” for something that I didn’t even know I had done. Instead, she asked me questions like: Are you settled into the barracks? Have there been any creepy male Marines that have tried to befriend you? Have you contacted your family to let them know that you arrived in Japan? I was in shock. She was firm and professional, yet she had a nurturing side. She reminded me of my Senior Drill Instructor.
Years later I realized that I might have turned into a ‘queen bee’ had it not been for my experience in Okinawa. Because someone cared enough to take me under her wings (and they weren’t bee-wings!) it changed my life. I still made mistakes, but they could have probably been worse had it not been for her guidance and watchful eye. Her example helped shape me into the leader I am today and gave me the confidence to reach out to other women as a mentor. I see Lean In as an organization that delivers these same results.
Women mentoring other women will not only foster stronger relationships, but a more successful fighting force. Lean In promotes unity, purpose and action. Through their continued efforts, they are showing women how to support each other’s endeavors and that it’s ok to cheer each other on without appearing too “girly.” They are making a difference, one circle at a time, because there’s room for all of us to Lean In and sit at the table.
 Forbes. “The World’s 100 Most Powerful Women.” Accessed on August 31, 2015. http://www.forbes.com/power-women/
 The Guardian. “’Queen bee syndrome’ among women at work is a myth, study finds.” Accessed on August 31, 2015. http://www.theguardian.com/world/2015/jun/07/queen-bee-syndrome-women-work-myth-research-columbia-business-school
If you look up the word “equalist” in Webster’s Revised Unabridged Dictionary, you will not find it. As I write this article, the word is underlined in red squiggles which, interestingly, not only highlights its grammatical inaccuracy, but also its significance on the page. Urban Dictionary defines the word as “one who defends the rights of all, without discriminating against the opposition’s rights.” I look at myself and see an equalist. I also see a First Lieutenant in the US Marine Corps, a leader in my local community, a lover of people, and a woman.
I do not need to ask my fellow women military personnel—of any rank—if they too describe themselves as equalists. I know the answer. These women desire one thing in their personal and professional lives: equal opportunity to show their talents and pursue their goals. While these goals and talents are as diverse as those of the male military personnel, they also represent the beautiful individuality of the women who make up less than 15% of the armed forces. We do not want to be given a “hand;” we do not want to meet anything less than the standard; and, we do not want to discriminate against anyone else in the pursuit of our own success and happiness. We just want the same chance.
In our effort to succeed in our military work life, Sheryl Sandberg’s Lean In: Women, Work, and the Will to Lead has become one of our great guidebooks. Without a hint of feminist rant or cliché, Ms. Sandberg nails it. With intuitive understanding of the way women see themselves generally, she identifies what has held us back from becoming the fine leaders we can be, and then provides a nice roadmap for demolishing our own “glass ceilings” and getting there – even in that tritely termed “man’s world.”
The phenomenal success of the Lean In philosophy has been subsequently embodied in the “Lean In Circle,” developed in recognition of the reality that life’s challenges are more eagerly and effectively faced when we have support, rather than “going it alone.”
The Lean In Circle is becoming an increasingly valuable mentoring program for the military because of the well-known challenges that have faced women in this choice of career. These groups offer young women – and men as well – an opportunity to get together and talk. In these forums, the new generation of women military personnel meet with more senior women that have experienced the same doubts and obstacles. Insecurities can be discussed without fear of judgment, and strategies developed for personal success.
The proof, as they say, is in the pudding. Lean In Circles are popping up on military bases around the world, both in garrison and deployed. Even the academies are getting in on a good thing. My alma mater, the U.S. Naval Academy, now has eight Lean In Circles, and circles are in place at the US Air Force Academy, and the US Military Academy.
One of the most notable side effects of leaning in is the way military women are more likely to actively seek and absorb inspiration in our daily lives, even beyond the circle. For example, I recently attended a conference to recognize the “Report on the Status of Women and Girls in California,” published by Mount Saint Mary’s University. The acclaimed actress, Geena Davis, founder of the Geena Davis Institute on Gender in the Media, said something I now try to live by as I lean in: “If you can see it, you can be it.” Applying this model to the military, I believe that if you can meet it, you can believe it!
While I know it will not happen overnight, in the short 20-year span that I have experienced the military, first from the perspective of the daughter of a Marine Captain and sister of a Marine mortar man, to my own first-hand experiences as a Marine Officer, I have seen the Marine Corps – and other services as well – make strides toward eliminating gender bias and promoting a more equal playing field. For example, the Marine Corps has indicated its policy commitment to better representation of women among its top leadership – the current number of women Lieutenant Colonels and above is not nearly acceptable, and I am confident that this will one day change.
Thus, it appears to me that, while women in the military are leaning in toward a better future for themselves and their families, the military is making an effort to lean in as well, and needs to continue on this path. If we are going to work toward an environment free of gender bias – where Marines are Marines and not labeled as female or male first – then we junior women must take responsibility to seek mentorship from our leaders. This includes not only our “older and wiser” female leaders, but also our male leaders, whose unique perspective can be most valuable. And, those leaders must feel charged to share their own experiences and advice with the goal of success for all.
We know that formal policy changes and implementation of mentoring programs will not alone solve the issue of gender inequality within the armed forces. But, they are a great start. These efforts, coupled with the passionate support of top commanders, down to most junior enlisted, will eventually result in a military culture that recognizes the unique value women bring to the force. Women will then embrace the opportunities they feel they lack now, and women representation in the armed forces will rise.
Imagine what the US military will look like when we all lean in together.
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